Unlike the historical definition of virtualism (bread and wine do not change into body and blood!!) in our emerging post-pandemic world it could be redefined as the concept of leveraging remote working to the maximum degree allowed by individual organisations.

Smashing the Myths

Our lockdown phase has proven the value and blasted some of the myths (e.g. of virtual working being less productive). There are specific roles that are suited to a remote model, there are individuals who are entirely comfortable with working remotely and there are organisations who are now hungry to identify where this virtualism can be most effectively implemented. The cost of a serviced workspace, the cost of real estate, the cost of commuting all contribute to significant savings if correctly leveraged.

Remote workers and the different generations

An interesting factor for remote working and the identification of the most suitable applications is the degree to which there are generational considerations.

One could argue (somewhat provocatively) that the more mature generations might operate more effectively than the younger generations in the new world of remote working. The obvious areas being that they are less prone to distractions (young children), less needing of social interaction, less needing to be seen to impress seniors and tend to be more self-sufficient.

The less obvious areas being the fact that the more mature generations can be more task focused, less emotionally dependant on peers and more resilient in resolving complexity without the need to reach out to others.

Maximise the generations

The moral of the story therefore is minimise the risk of the emerging virtual model by maximising the use of the more experienced generational cohort in the profile of your remote workers.

#generations #remoteworking #virtualteams #lockdown

 

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